Summary Of Viktor Arvidsson, Jonny Halmstrom And Kalle Lyytinen

2. The comment, “Brilliant strategy; lousy implementation” reflects the fact that strategy formulation and strategy implementation are distinct, separable activities.

There has been a large amount of research into what strategy is, since Michael Porter’s perennial work in the 1980s. Studies done on the execution of strategy have been far less numerous. However, there is one major understanding about the execution of strategy. The execution of strategy is a vital part of success in business. A summary of many myths surrounding various strategic executions will be outlined, along with their subsequent analyses.

McKeen, James D; Smith, Heather (2012). IT strategy: Issues and practices (2nd ed.). Boston: Prentice Hall. Kindle Edition.

The literature research reviewed in this paper attempts to address the topic of strategy implementation. The paper tries to establish an academic case for previously researched material on this subject by reflecting on the diverse views published in the literature. The different views expressed combine to formulate research to establish relevance as well as importance in this step of the Strategic Management Process. In order to identify and discuss existing data and developments in strategy implementation, over twelve articles in scholarly academic journals containing “strategy implementation” or “strategy execution” as the key words were

This paper begins with a summary view to develop the concept of strategy and why its implementation is difficult. The following sections then cover the core discussion of this paper to support the aforementioned

Many organizations are working with large amounts of data and important information that can be detrimental to the survival of their business, and organizations typically rely on information systems to manage and carry out their operations. Information systems can be described as an integrated set of components used for storing, collecting and processing data for providing information, digital products and knowledge (IMGI, 2006). For this paper, the strategic analysis decisions along with what we may need to watch out for pertaining URL for the IT field is discussed, along with the impact that these decisions will have on the company. Furthermore, the potential changes in IT related to innovation and organizational process is also reviewed,

McKeen, J. and Heather, S. (2011) IT Strategy - Issues and Practices. 2nd Edition. ISBN-10: 0132145669. Boston: Prentice Hall.

Q：Large numbers of companies are using their information systems as a strategic tool to improve their competitive advantage. Choose one of these companies (Toyota or Wal-Mart) and prepare an essay of 1500 words on: a) how information systems are used strategically by the company to gain a competitive advantage b) discuss if it is possible for the company to maintain this advantage in the future.

The strategy functions as a problem-solving tool of members’ performance towards IT/IS in current organizational culture. Some of the problems involve lack of comprehension by members of their duties in IT/IS management and innovation, also non-optimal implementation of IT/IS infrastructures. Accordingly, it is essential for organization leaders to develop enhanced communication with their members by support from adequate IT system,

‘Strategic Management’ is a very complex term as many eminent researchers and scholars have had different views and conclusions on strategy. According to White (2004), “Strategic Management involves both systematically developing an idea together with its implications and testing the empirical validity & usefulness of that idea against the real world.” Thus strategy is not only about planning for future but also about confirming the validity of the hypothesis considered and implementing it successfully. Strategy formation may take various forms such as implicit, explicit or emergent. Implicit strategy is a strategy formed by intuitions of an individual. As per implicit strategists, strategic management is about reading the environment

Strategy was shaped from the top but also from every person in the company as she adapted the deliberate strategy to her work. The existence of an emergent strategy led to the question of how top management could influence it (through, among other tools, MCS). The concepts of interactive and boundary systems (Simons 1995)—with the purpose of managing these ‘‘unexpected’’ decisions—captured this new role for MCS. If day-to-day actions modify top management deliberate strategy, then why should top management go all the way to formulating it? The answer to this question led to the next step in the evolution of our understanding of the strategic process. Research suggested that top management does not formulate a deliberate strategy that is then randomly mixed with the emergent strategy. Rather, top management knows that the deliberate strategy is never implemented; instead of trying to force it, top management focuses on defining the guidelines that shape the emergent strategy (Burgelman 2002). The process of setting up these guidelines to induce certain strategic behavior is captured in the idea of intended strategic actions (lower left quadrant). These guidelines reflect top management’s objectives rather than prescribe what the organization should do. This idea was further refined through the observation that emergent strategy included two very different types of outcomes. Often emergent strategy evolved

Strategy is analyzing the present situation and changing it if necessary. Incorporated in this is finding out what one 's resources are or what they should be.

A strategy, according to Robbins and Barnwell (2002, p. 139) is “the adoption of courses of action and the allocation of resources necessary to achieve the organisation’s goals”.

Establishment and execution of a management strategy are the heart and soul of an organization. This strategic management is what determines the company of either successful or fail. Coulter (2002, p. 5) stated that an organization that applies strategic management concepts and techniques have higher level of performance. However, implementation of this strategy is a big challenge. Even a good strategy can be ineffective in its execution. A poor strategy, though always lead to ineffectiveness, can sometimes be effective. Nonetheless, whether or not the implementation of these strategies is effective, it has always give impacts on the involved organization.

Chandler (1962) defined strategy as “The determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources for carrying out these goals”. Strategy is related to long-term goals, policies and major issues of the business which determines the success or failure of the organisation. In simple words, strategy is something which accomplishes the firm’s goals. Strategy is about being different from competitors by performing better (Magretta, 2002). A strategy of an organisation should not be changed very often and should be planned for long-term because strategy needs a period of consolidation. Businesses follow strategy to have a competitive advantage over the other firms in the market.